Charismatic Leadership Theory Transformational Theory Gallup Theory Leadership Matters Great Man Theory Trait Theory Ohio State Studies Contingency Theory Charismatic Leadership Theory Transformational Theory Gallup Theory Copyright © 2004 Prentice Hall. All rights reserved.

Power and Leadership Legitimate Sources of Power Position in the organization (formal authority) Reward Coerce or punish Expertise Referent power (charisma) Control over information or access to resources (gatekeeper) Copyright © 2004 Prentice Hall. All rights reserved.

Leader Behaviors: The Ohio State Studies Dimensions of Leadership: Consideration Leader behavior indicative of mutual trust, friendship, support, respect, and warmth. Example: “The leader is friendly and approachable.” Initiating structure Leader behavior by which the person organizes the work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done. Example: “The leader lets group member know what is expected of them.” Copyright © 2004 Prentice Hall. All rights reserved.

Transactional versus Transformational Leadership Behaviors Transactional Leadership Behaviors Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance. Transformational Leadership Behaviors Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies. Copyright © 2004 Prentice Hall. All rights reserved.

How to Be a Transformational Leader Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Provide opportunities for early successes. Celebrate successes. Use dramatic, symbolic actions to emphasize key values. Lead by example. Empower people to achieve the vision. Copyright © 2004 Prentice Hall. All rights reserved.

Six Leadership Styles Coercive—”Do what I tell you” Authoritative—”Come with me” Affiliative—”People come first” Democratic—”What do you think” Pacesetting—”Do as I do, now” Coaching—”Try this” Copyright © 2004 Prentice Hall. All rights reserved.

Emotional Intelligence Copyright © 2004 Prentice Hall. All rights reserved.

Five Components of Emotional Intelligence Self-Awareness—recognize and understand moods and emotions Self-Regulation—control or redirect disruptive impulses and moods Motivation—a passion to work beyond money and status Empathy—ability to understand the emotional makeup of others Social Skill—proficiency in managing relationships and building networks Copyright © 2004 Prentice Hall. All rights reserved.

Applying the Situational Leadership Model Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission. Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 10–8

Gallup Theory Great leaders hire talent Play favorites Find the right fit Focus on strengths, not weaknesses Define the right outcomes---not the right steps Set clear expectations Care about employees Recognize good performance Value opinions Copyright © 2004 Prentice Hall. All rights reserved.

Copyright © 2004 Prentice Hall. All rights reserved.

Gender Differences in Leadership Styles? Copyright © 2004 Prentice Hall. All rights reserved.